From vision to reality
Department of Service and Innovation Annual Report 2025
Department of Environment and Planning
In 2025, the Department of Environment and Planning continued making steady progress in strengthening digital infrastructure, improving oversight, and better coordinating projects across the department.
The year's project work built on a transformation that began in earlier years, with a focus on streamlining processes, improving data flow, and increasing service efficiency.
Prioritization and coordination
Establishing a project governance board within the department strengthened both project prioritization and oversight. The board evaluates and prioritizes both internal projects and those carried out by the Department of Service and Innovation. This approach produced more focused decision-making and greater transparency.
The department's technology group was also reestablished, drawing representatives from all offices. The group supports coordinated development, shares information across units, and strengthens collaboration with the department's digital transformation lead.
Digital transformation and system implementations
The department continued developing and deploying core systems to support daily operations. Adopting the Varða quality manual strengthened procedural consistency and quality management across the department.
Following extensive preparation and implementation, Reykjavík Public Health began full use of the HERA inspection system. The Department of Service and Innovation now manages the system, collaborating with the vendor on ongoing development to improve oversight and follow-up.
A new building permit application interface launched, simplifying the process and communication with service users. Meanwhile, the older Erindreki system was decommissioned as part of a broader effort to streamline the software environment and reduce legacy solutions.
Improved services and digital solutions
Teams continued developing and simplifying application processes in line with the City's digital services policy. Efforts focused on reducing manual data entry, improving data quality, and shortening processing times.
Staff analyzed and prepared the integration of My Pages with the LUKR geographic information system to automate data transfers between platforms. In parallel, map functionality was developed to allow applicants to register locations directly within an application. This simplifies the process, improves oversight, and reduces the need for follow-up communication.
The first phase rolls out this functionality in key applications, including vegetable gardens, temporary placement permits, and outdoor dining on municipal land. Additional applications moved to digital form, including pedestrian street permits and applications for squares in waiting status. The project supports the City's ongoing effort to consolidate services in one place and improve access for service users.
An analysis evaluated usage of the Reykjavík City Suggestion Portal, through which the department receives the majority of suggestions. Work is underway to connect the portal to the Jira request system to improve tracking and shorten response times, and a new version of the web page was launched.
Automation, data, and operations
A waste collection deviation logging system was implemented in Microsoft Teams, supporting more targeted record-keeping and improved measurements.
Progress also continued on a Power Apps solution for Grænu skrefin (Green Steps) that allows workplaces to track the progress of actions in a transparent way.
Analysis and preparatory work were carried out for further development of digital solutions in waste collection, focusing on improved data gathering and oversight.
Infrastructure and technology projects
Upgrades to traffic light equipment concluded during the year, replacing older hardware with more reliable solutions. Technical adjustments were completed ahead of the 3G network phase-out to ensure continued operation of traffic lights.
Development projects
Preparations were made to implement a project management system as part of broader efforts to strengthen project management capabilities. The pilot phase of the electric scooter project also wrapped up, using real-time data to assess the impact and potential of such solutions in the city environment.
The year was marked by steady progress toward simpler, better-coordinated, and more digital operations. Through greater system integration, improved oversight, and stronger infrastructure, the department expanded its capacity to deliver efficient services and support the City's sustainable development.
